ALCOAST 460/21 - DEC 2021 FSMS GO-LIVE

R 171920Z DEC 21
FM COMDT COGARD WASHINGTON DC
TO ALCOAST
BT
UNCLAS
ALCOAST 460/21
SSIC 7000
SUBJ: FSMS GO-LIVE
A. COMDT COGARD WASHINGTON DC 092116Z DEC 21/ALCGFIN 043/21
B. COMDT COGARD WASHINGTON DC 131429Z DEC 21/ALCOAST 453/21
C. COMDT COGARD WASHINGTON DC 151723Z DEC 21/ALCOAST 456/21
1. After a transition period that stretched to nearly a decade, the
Coast Guard is now operating on the Financial Systems Modernization
Solution (FSMS) as of 17 December 2021. Thank you to the current and
past workforce who made this once in a generation financial
transition possible. This has been an all-hands effort and success.
2. While FSMS is fully accessible to all provisioned Coast Guard
users, it will take some time to enable all interfaces and to
process the backlog of transactions that occurred in various
systems. For example, travel obligations and travel claims from
ETS2 will not begin processing until the first week of January
due to vendor technology upgrades. Additional information on
ETS2 can be found in REF (A). MILSTRIP National Stock Number
loading has not been completed which will delay the ability to
request and order MILSTRIP items using the FSMS process for
several days. Users will be notified when MILSTRIP functionality
is available. SFLC will issue a Supply Advisor Notice for workaround
until this issues is resolved. All other FSMS functionality is
active.
3. Background: The implementation and transformation of the
Department of Homeland Security (DHS) from 22 separate agencies
into one department was deemed high risk by the GAO in 2003.
The first DHS CFO Act Audit of the new department failed to
earn a clean opinion, and the Coast Guard was cited for gaps
in its financial, accounting, and information technology polices
and systems. In July 2006 the Commandant issued Commandant Intent
Action Order #5 (CIAO #5) - Coast Guard Financial Management
Transformation and CFO Audit Remediation. A Financial Management
Transformation Task Force (FMTTF) was chartered to develop and
implement a plan to transform the Coast Guard’s financial management
organization into a model of excellence. By 2013 the GAO high risk
assessment of the department was narrowed in scope to strengthening
and integrating DHS management functions, to include financial
management. In 2013 the Coast Guard earned its first of nine
consecutive clean financial statement audit opinions, the first
and to date only military service to achieve a clean opinion.
The need to modernize financial systems across the department
was a key contributor to the high-risk assessment. These systems
used outdated technology, were mostly non-integrated, and did not
fully support DHS’ goals of enhanced efficiency and security. DHS
has previously attempted to modernize and integrate its components'
financial, asset, and acquisition management systems. These previous
attempts include the Electronically Managing Enterprise Resources
for Government Effectiveness (eMerge2, FYs 2004-2006), the
Transformation and System Consolidation (TASC, FYs 2007–2011),
and the software as a service initiative with the Interior Business
Center (IBC, FYs 2014–2017). Bringing the work done by IBC in-house,
DHS initiated the Financial Systems Modernization Solution (FSMS,
TRIO program, FY 2017 to present). The FSMS program is focused on
efforts to modernize the financial systems of three DHS components
— Countering Weapons of Mass Destruction, the Transportation
Security Administration, and the United States Coast Guard.
All three of which have their daily financial operations serviced
by the Coast Guard’s Finance Center. Leveraging the knowledge and
experience gained from FSMS, the department will be converting
the DHS Joint Program Management Office (JPMO) into the Business
Transformation Hub and is establishing strategic sourcing
contracting mechanisms that other components can use to modernize
their financial systems.
4. Way Ahead: While FSMS is in production, much work remains. We
still need to rectify known functionality issues, catch up on
transaction backlogs, and identify/prioritize emerging opportunities
to improve system and business processes.
5. Thank you for your continued professionalism and flexibility
during this complicated transition period. Additional information
can be found in REFs (A) through (C).
6. POCs.
    a. Craig Bennett, COMDT (CG-8D), 202-372-3476, Email:
Craig.A.Bennett@uscg.mil
    b. Keith O’Neill, USCG Head of the Contracting Activity (HCA),
(202) 475-3750, Email: Keith.O'Neill@uscg.mil
    c. CAPT William Arritt, FMPS Deputy Director, 202-372-4674,
Email: William.L.Arritt@uscg.mil
    d. CAPT Adam Kerr, COMDT (CG-9336) FMSII Team Lead, 202-475-3039,
Email: Adam.L.Kerr@uscg.mil
    e. CAPT Erich Klein, Deputy Director of Financial Operations/
Deputy Comptroller, 202-372-3652, Email: Erich.F.Klein@uscg.mil
    f. Mr. Stephen J. Weagraff, COMDT (CG-86) Office of Financial
Systems Business Requirements, 202-372-3675, Email:
Stephen.J.Weagraff@uscg.mil
7. RDML M. J. Fedor, Assistant Commandant for Resources (CG-8),
sends.
8. Internet release is authorized.